The Effective Director Masterclass
Regulatory as well as global shifts in the way stakeholders engage with public and private corporations, parastatals and NGOs require that directors of these institutions are constantly under pressure to keep up with their governance competencies. The Effective Director Masterclass is a programme designed for individuals who have already attended a foundational corporate governance programme, but need to take on a deeper dive into key aspects of oversight and monitoring that are required for the 21st century director.
Key Focus Areas
Using case studies of actual Eastern African companies, the one and a half day programme will provide participants with the opportunity to take a deeper look at three key organizational aspects that are inextricably intertwined.
A strategy is only as good as the people who execute it. This session is aimed at examining strategic intentions of the case study targets, the culture that led to the successes or failures and whether the companies in question had the fanatical discipline, creativity and productivity to deliver on the strategic
Identifying Operational Risk:
Boards tend to focus primarily on the financial risk of the entity, which is addressed through a periodic and constant review of the organization’s financial performance. However, every organization attracts a significant operational risk that can destroy enterprise value if not effectively identified, monitored and mitigated against. This session allows directors of public, private and non-profit organizations to identify what key operational risks exist in the entity and whether appropriate mechanisms have been put in place to address the same.
Boards are operational entities with the attendant challenges around effectiveness and performance. This session will provide participants with tools to enable them to identify the financial efficiency of the strategy as well as the efficiency of the risk mitigants that management has put in place.
The sessions use actual case studies and a combination of learning aids and approached such as syndicate group discussions and peer group learning. The training will be in a relaxed, country setting where peer discussions and faculty feedback will generate stimulating debate and cogent outcomes for the experienced director.
Who should attend
Directors who have had basic but fundamental corporate governance training, as well as having served at least two years on boards of listed companies, parastatals, private companies as well as NGOs